You are on page 1of 12

Hr manager of a public

utility
objective

• To accomplish the overall organizational


vision and mission by linking individual
performance to company objectives.
• To cascade company's strategic goals to
individual level.
• To promote professional excellence.
• To encourage a two-way communication
between executive and the Reporting
Officer and bring about transparency in
the performance assessment process.
• To evaluate the potential of the executives
to ensure higher responsibilities in the
organization.
• To provide a source of talent for
meeting organization's growth
requirements through a process of
mapping the competencies and
potentials of executives.
• To translate future skill requirements of
the organization into individual
developments plans.
• To identify high performers and
recognize them rewards and
incentives.
APPLICABILITY

• The revised Performance Management


System is applicable to all executives of
NTPC (E1-E9).
• ü Executive who join NTPC on deputation
or retaining lien while in service of NTPC
are also covered by this scheme.
• ü Executives who join in the middle of the
PMS cycle, but have served for a
minimum of three months.
• ü NTPC executives who are on
secondment or are lent on service to
subsidiaries and joint ventures with
NTPC management.
PAS Process
• Performance Planning:  
• Performance Planning is the process of:
• Defining expectations i.e., the work to be done, the results/ targets to be
achieved and skills/ competencies needed to achieve these
objectives.
• Setting “Measures” and “Targets”, determining priorities and
weightages of results to be achieved.
• Identifying and allocating appropriate resources (such as manpower,
tools, training, budget etc.) to enable the executive to achieve the
targets.
• While defining work objectives and measures, it is necessary to ensure
that:
• Goals/ Targets/ Objectives are SMART (Specific, Measurable, Agreed,
Realistic and Time bound)
• Results are substantially within the executives control.
• Measures relate to results.
• Data are available for measurement.
• Agreement on mutually agreeable and achievable Performance targets
• 2. Mid Year Review:
• Performance management is not an event but an on
going process. Mid Year Reviews helps in the
following ways:
• Reinforcing good performance in time.
• Updating the status of targets i.e., progress review.
• Identifying areas for “mid course” correction.
• Revisiting KPAs and goals, if necessary.
• Assessment resources and skill requirements
affecting the individuals performance
• Discussion and feedback on functional
competencies, managerial competencies,
potential competencies and core values
actualization.
• Providing early warnings of non-performance, i.e.,
• 3. Annual Assessments:
• The objectives of annual assessment are to:
• Discuss and arrive at an assessment of performance with
respect to agreed targets.
• Assess the competencies, potential and core value
actualization by the individual.
• Agree upon improvement plans and development plans and
development needs for the individual.
•  
• 4. Normalization
• Ensure parity and integrity by minimizing variation in rating
by different reporting officers across various department
and locations.
• Enhance objectivity and transparency in the appraisal
system.
• To view individual and performance from the perspective of
organizational achievement.  
• 5. Feedback, Coaching and Counselling
• In order to make PMS an open system and to
enhance development orientation across the
organization; feedback, caching and
counselling are essential components.
Communication the final performance results
of the executive and providing developmental
feedback are critical to this process.
• 5.1 Feedback
• Providing feedback on performance presents the
following benefits:
• Creates transparency making PMS more
acceptable to individuals.
• Reinforces good performance on time.
• Enables development of coaching and mentoring relationship
between reporting officer and executive.
• Ensures that organizational objectives are achieved to an
acceptable standard and in an acceptable form.  
• Providing performance feedback is a delicate matter and the
reporting officer should create suitable conditions for providing
performance feedback in the most effective manner.
• In general
• Feedback should be focused on the specific performance actions
and not on the personality of the executive.
• Feedback should be generated after reviewing all achievement
and issues throughout the assessment period and not focused
on isolated incidents.
• Feedback calls for maintaining a log of critical occurring during
the assessment period for recording both achievements and
failures with details, as an aid to memory during performance
discussions with the executive.
• Feedback be given as regularly as possible so that enough
opportunities are created for executive to bridge performance
• 5.2 Coaching and Counselling
• Coaching is an on-the-job approach to help individuals to develop and raise their skills
and levels of competence. Coaching typically consists of:
• Making executives aware of how well they are performing and their present level
knowledge and skill.
• Providing guidance to individuals to enable them to complete their work satisfactorily.
• Motivating individuals to learn new skills and develop themselves.
• Facilitating individuals to raise their level of contribution and achievement.
• Counselling in the PMS context essentially is a process by which executives can receive
assistance in sorting out issues and related to current and future responsibilities
and aspirations. Therefore, Reporting Officers are required to encourage individuals
to plan for their own self-development. The process of counselling is through:
• Recognition and understanding of existing strengths.
• Empowering, i.e., enabling the individual to recognize their own problems and
expressing the same.
• Facilitating actions through guidance and expertise, i.e., facilitating the process
whereby the individual evaluates alternatives and formulates action plans to
achieve the most suitable course of action.
• Helping individuals to take ownership of their chosen action.
 

• Coaching and Counselling together act as a feedback mechanism for the individual on
his/ her performance. Reviewer/ Reporting Officer to communicate the areas for
assessment on four parameters
with different weightages for
various levels of employees